Showing papers on "Team management published in 2008"

The team role test: development and validation of a team role knowledge situational judgment test.

Abstract: The main objectives in this research were to introduce the concept of team role knowledge and to investigate its potential usefulness for team member selection. In Study 1, the authors developed a situational judgment test, called the Team Role Test, to measure knowledge of 10 roles relevant to the team context. The criterion-related validity of this measure was examined in 2 additional studies. In a sample of academic project teams (N = 93), team role knowledge predicted team member role performance (r = .34). Role knowledge also provided incremental validity beyond mental ability and the Big Five personality factors in the prediction of role performance. The results of Study 2 revealed that the predictive validity of role knowledge generalizes to team members in a work setting (N = 82, r = .30). The implications of the results for selection in team environments are discussed.

Rescuing Troubled Software Projects by Team Transformation: A Case Study With an ERP Project

Abstract: Many software projects fail, whether failure is measured in terms of budget, schedule, or some other requirement. The causes of such failures are many, but are not always easily recognized. This is not the least due to the human dimension of corporate activities, as spurious or misdiagnosed issues in Enterprise Resource Planning (ERP) projects can take on a life of their own and become a magnet for company politics. This paper reports an industrial case in which the senior management attempted to deal with a troubled ERP implementation (SAP R/3) in an international fast moving consumer goods (FMCG) company during 2001 and 2002. This paper reflects this dimension as it uses original emails and PowerPoint slides to recount a number of representative episodes in a troubled but ultimately successful project. At the heart of this success is the realization that whereas it can be difficult and time-consuming to do root-cause analyses, it is relatively simple to identify problem owners. In this case, the senior management without IT backgrounds turned around a failing project by reorganizing the team structure according to process areas so that issues in each process area had one problem owner. We summarize the management's actions into a troubleshooting framework, and in addition, suggest three actions for rescuing troubled projects: keep the project manager but narrow down the manager's scope of responsibility to one or two process areas; assign the right people to be responsible for other process areas; and have the General Manager chair the ERP meetings.

Short‐ and long‐term consequences of age in work teams: An empirical exploration of ageing teams

Abstract: Purpose – The purpose of this paper is to explore the effects of age in work teams on short‐term team consequences, such as satisfaction, involvement, mutual learning, decision making and feedback, and long‐term team consequences, such as quality, sick leave and burnout, and to consider their implications for team management and human resource management (HRM) policies in team‐based organizations facing an ageing work force.Design/methodology/approach – The study elaborates on the framework of Milliken and Martins, further examining the effects of both average age and age differences. The authors collected objective data as well as data through questionnaires among 150 work teams with more than 1,500 white‐collar and blue‐collar workers from an automotive company in Sweden. With these data the authors conducted correlation and step‐by‐step hierarchical regression analyses.Findings – The analyses showed significant positive effects of average age on both short‐term and long‐term consequences. No significan...

School principals\' perceptions of team management: a multiple case-study of secondary schools

Abstract: The notion of school management through teams (team management), though not a new phenomenon in South Africa, was formalized after the advent of democracy in 1994 and the subsequent reorganization of the education system. The concept was subsequently fleshed out in official documentation where the composition and roles of school management teams (SMTs) were elaborated upon. The notion of team management is rooted in theories that stress participation, notably site-based (school-based) management, teamwork, and distributed leadership. We report on a study in which the perceptions of secondary school principals, in Grahamstown, South Africa, of team management were explored. The study was interpretive in orientation, and utilized qualitative data gathering techniques in all (ten) of the state-aided secondary schools in Grahamstown in the Eastern Cape province. We found that, while team management was generally welcomed and even celebrated by principals, there were fundamental tensions surrounding principals' understanding of their leadership roles in a team context. We considers the implications of these findings for leadership development in the context of team management.

Horses for Courses: Fund Managers and Organizational Structures

Abstract: This paper considers the team management of mutual funds, fund manager ability, fund performance, and holdings. We find evidence suggesting a positive relation between fund performance and team management concurrent with a negative relation between managerial ability and the use of team management. Consistent with the notion that team management suppresses portfolio eccentricity and leads to more generic trading strategies, thereby both increasing returns and making returns less informative of fund manager ability, we also find that team management is associated with less idiosyncratic portfolio holdings and a greater loading on large capitalization, low book-to-market, and momentum stocks.

Managing globally dispersed R&D teams

Abstract: Companies look for partners that can perform the needed Research and Development (R&D) work better, cheaper and faster. This leads to alliances across the globe. Managing these geographically dispersed R&D efforts is especially challenging in technology-intensive joint ventures that involve complex work, risks and nonlinear development processes. While advances in collaborative technology, such as groupware and other IT-based tools, make multinational joint efforts increasingly more feasible, effective R&D team management involves a complex set of variables related to tasks, people, organisational environments and work processes which are examined in this paper via a field study of 27 high-technology companies operating across 14 countries. The results show that global R&D team leaders must understand more than just the work process and collaborative technology. They must also understand the infrastructure of their organisation and deal with the complex social, technical and economic issues that determine the culture and value system of the multinational enterprise. The drivers and barriers for effectively organising and managing global R&D teams are discussed, together with the criteria for managerial effectiveness.

The Team Negotiation Challenge: Defining and Managing the Internal Challenges of Negotiating Teams

Abstract: Negotiation teams are widely used to negotiate on behalf of organizations, yet relatively little is known about how they overcome the challenges posed by within team dynamics to create a sound across-the-table team bargaining strategy. This paper presents a two phase analysis of accounts of negotiating team experiences collected from 45 executives. In the first phase we present a qualitative categorization of negotiating team challenges and management strategies. In the second phase we demonstrate that the match between challenges and management strategies and the quality of team process largely depends on how teams manage within team dynamics. Teams are more likely to be able to implement management strategies that match the challenges they face when teams also engage in substantive debates about negotiating team goals; teams are less likely to implement strategies that match team challenges when teams also engage in personality conflicts. Thus, substantive conflict helps rationalize team processes, while personality conflict undermines the development of appropriate team management strategies if not addressed appropriately.

An ISMS (Im)-Maturity Capability Model

Abstract: Capability maturity models have been used to assess and guide process improvement initiatives for everything from software development to systems engineering, product acquisition, team management and information security to name a few. These models are based on process improvement and provide a framework to guide and measure the implementation and improvement of processes. In all of these models, the higher the level an organisation is assessed, the better (in theory) the organisation is at defining, assessing and improving their process capability This paper proposes a unique process maturity model for assessing the capability and maturity of processes that affect Information Security Management System (ISMS) within an organisation. The model describes nine levels of process maturity, four of which are below the existing five levels defined in most popular models.

Contractual obligations and the sharing of confidential health information in sport

Abstract: As an employee, a sports doctor has obligations to their employer, but also professional and widely accepted obligations of a doctor to the patient (in this case the individual team member). The conflict is evident when sports doctors are asked by an athlete to keep personal health information confidential from the coach and team management, and yet both doctor and athlete have employment contracts specifying that such information shall be shared. Recent research in New Zealand shows that despite the presence of an employment contract, there appears to be a wide range of behaviours among sports doctors when an athlete requests that information about them be kept from team management. Many seem willing to honour requests to keep health information about the athlete confidential, thereby being in breach of the employment contract, while others insist on informing team management against the wishes of the athlete. There are a number of potential solutions to this dilemma from forcing doctors to meet their contractual obligations, to limiting the expectations of the employment contract. This paper suggests that at times it may be appropriate to do both, making the position of the doctor clearer and supporting the ability of this group to resist pressure by coaches and management through having a robust code of ethics.

Virtual team working: making it happen

Abstract: Purpose – The paper seeks to discuss virtual working, technology utilisation and how technology can be used to enhance human interaction rather than replace it. It is often the fabric of virtual human relationships that remains sadly neglected. This viewpoint paper aims to stimulate a more comprehensive debate about how to work effectively with and through others in our virtual world.Design/methodology/approach – Working closely with global corporations, the author studied both permanent and project‐based virtual teams. Through observation and diagnostics, a comparison of the effectiveness of these teams was made against that of traditional co‐located teams.Findings – Many businesses attempt to treat virtual working in the same way as co‐located working. The human impact and implications of virtual working are not fully understood or dealt with. The cultural retention of practices and policies that are relevant to co‐located traditional work but often counter‐productive for virtual working can result in t...

A SWOT analysis for successful bridge team organization and safer marine operations

Abstract: SWOT analysis is an established method for assisting the formulation of strategy. In this respect SWOT application to strategy formulation about bridge organization is examined and proposed in this study. A qualitative investigation using strengths, weaknesses, opportunities, and threats analysis (SWOT) has been successfully implemented, emphasizing the limited capabilities of bridge resources to provide safe navigation and properly implemented bridge team management procedures. The human factor approach interacting with SWOT parameters was discussed in advance to clarify the potential threats of bridge operations for the enhancement of safety in maritime transportation. The originality of this study is that SWOT analysis as a management tool was firstly applied to bridge team management to perform strategic action plans for ship management companies to utilize bridge resources. With this bridge resource based SWOT analysis, efforts were made to explore the ways and means of converting the possible threats into opportunities and changing the weaknesses into strengths. Consequently, strategic action plans were developed for improved bridge team organization and safer marine operations. © 2007 American Institute of Chemical Engineers Process Saf Prog, 2007

Teaching game design and game programming through interdisciplinary courses

Abstract: We provide an experience report on experimental methods for teaching interdisciplinary courses on game and software design. We are working with two groups of students: an interdisciplinary group that studies game design and a group of computer science majors that studies game programming. Teams are formed across the two groups, and the groups collaborate to create game software. The designers learn about the process by which software is created, and the programmers learn how to effectively communicate with non-technical colleagues on a project. Formal team management processes were adopted at the beginning of the projects, but we found that external factors prevented the effective use of such professional approaches: the more informal approaches have required less oversight and time investment, have increased morale, and have not negatively impacted productivity. Our approach is compared to some other published work. We include our recommendations for adopting this interdisciplinary approach, and these recommendations are based on student feedback, the literature, and instructors' analysis.

Understanding and Applying Innovation Strategies in the Public Sector

Abstract: This paper seeks to identify strategies for bringing innovation into public sector organizations, and develop some ideas about how and when to deploy these strategies. We discuss management innovation conceptually, and then discuss some specific techniques of management innovation now being experimented within the public sector. These techniques include: Strategic planning, reengineering, total quality management, benchmarking, team management and privatization.

A qualitative research on software projects team building

Abstract: Recent research has shown that team building is a factor that can contribute significantly for software projects success or failure. This article presents the results of a qualitative research performed with Project Managers and software development teams, on the reality of the team formation in the industry and the importance of considering personal aspects to establish the teams and on the technical preparation of these managers with respect to the team building. The main result of this work is a requirement set for team building, of simple understanding and easy application, which might contribute to reduce certain failures in software project related to team working.

The role of nostalgia in determining consumers' sport team identification

Abstract: With the many benefits related to high levels of sport team identification, sport marketers, team management and communities at large desire fans to be highly identified with sport teams Moreover, research has identified that key to developing high levels of team identification within fans are social-psychological mechanisms such as nostalgia (Fink et al, 2002; Funk & James, 2006; Gladden & Funk, 2002) Sport managers need to recognise the importance of nostalgia in the sport setting and its influence on identification (Gladden & Funk, 2002) The purpose of this study is twofold First, a review of the literature pertaining to team identification, nostalgia and the relationship between these two concepts is presented Second, a conceptual model together with propositions that will be investigated are provided in order to understand what is the role of nostalgia is in determining consumers’ identification with a sport team

Behavioural characteristics of entrepreneurs in the gujrat, gujranawala and sialkot industrial clusters of pakistan: a comparison of first, second and third generation family firms

Abstract: This exploratory research focuses on the transition in entrepreneurial management practices among subsequent generations of family firms in Pakistan.. A random sample of several hundred SMEs lead by their first, second and third generation family entrepreneurs reveal a more conservative approach in terms of the inclusion of non-family members, females, enhanced team management, conflict resolution methods, succession plans, and the use of outside consultant for strategic planning and financial management. The research results add to the family business and international entrepreneurship literature at the same time providing better insights for the family entrepreneurs and consultants alike.

An Empirical Study on the Knowledge Management Elements of Research Team in University

Abstract: Driven by scientific research mission, research team in university, whose ultimate goal is pursuing innovation, creating new knowledge and technology, and cultivating creative talents, is a typical knowledge team. Knowledge can exist in the form of scientific research's outputs and creative talents, which are the objectives of team building. So, successful team management always equals effective knowledge management (KM). Having a core position, knowledge innovation activities happen from end to end in the operation process of university research team. This paper first discussed the knowledge creation process of university research team from the perspective of KM and then defined the systematic elements of KM in research teams. Then data was collected by questionnaire survey and analyzed by employing structural equation model (SEM). The results can be used to explore the impacts that the systematic elements have on KM of university research team and how they impact.

Teams, What are They Good For, and How Do You Get Them to Work?

Abstract: SUMMARY Teams are becoming embedded in the work of all libraries, and sci-tech libraries are not immune from this phenomenon. The theory behind teams and when to use teams is discussed, with some examples of team-based activities in the sci-tech library context. Guidance for introducing staff and team leaders to team concepts is given, based on training created by the Purdue Libraries organization.

Team management of the chest trauma patient

Abstract: 1934, Alfred Blalock, a pioneer in the field of cardiac surgery, was the first American surgeon to successfully repair an aortic injury. Thoracic trauma was still in its infancy when treatment guidelines were established during World War II.1 In 1957, Klassen became the first surgeon to successfully repair a traumatic blunt aortic injury (BAI).2 Until that time, prominent medical journals advised surgeons to avoid blunt chest trauma surgery. Since then, however, advances in trauma and cardiac surgery, surgical intensive care unit (SICU) resuscitation, critical care, and perioperative nursing have improved the care and recovery of the chest trauma patient.2 Statistics Trauma is the leading cause of all deaths, morbidity, hospitalizations, and disability from the first year of life through middle age, and results in over 100,000 deaths annually.3 According to the 2006 National Trauma Data Bank report (NTDB), motor vehicle collisions (MVC) accounted for 41.3% of all injured patients, falls comprised 27.2%, and firearm injuries caused 5.6% of trauma injuries between 2001 and 2005.4 Chest trauma accounts for 25% to 50% of all traumatic injuries and is a leading cause of death in all age groups; MVCs account for 70% to 80% of all chest trauma injuries. Aortic injury is the second most common cause of death in blunt trauma patients,2 and an estimated 8,000 deaths per year are caused by BAI.5 chest trauma patient Team management of the

Human Factors in Complex Systems: Global Value Chains

Abstract: Global value chains are evolving into dynamic process networks in which companies connect in novel combinations based on the context and requirements of individual projects. Network orchestrators create a framework for project interactions and manage them for short term and long term goals. This dynamic environment requires effective communication, team management, and constant lifecycle innovation. Human factors insights in these areas are critical for the effective development of global process networks. This paper presents an overview of the structure of global process networks and the human factors dimensions that affect their success.

Projekty informačních systémů v podnicích a jejich realizace

Abstract: The book deals with theoretical concepts and ways of practical implementation of information sytems in companies. A successful information system project has to be based on the information strategy of the company. Taking the business strategy into consideration the information system value for the company is discussed. Methods of effective project management and controlling including team management and conflict handling are presented from customers and suppliers point of view. The methods proposed are illustrated by several case studies.

Discussion on the way of the management and incentives of technology innovation talented pcrsonnel

Abstract: Technology innovation talent is a very scarce human capital in enterprises.Human resource management of technology innovation talent in enterprises is suitable to adopt team management method.Being in progress of five management aspects-team building,performance appraisal,pay administration,human capital increment,and innovative individual culture.Based on this method is a kind of pointed administration and relative scientific and reasonable stimulating mechanism.In pay administration,the share approach based on EVA about project taking technology innovation talent as human capital to participate economic profit distribution in enterprises is a new incentive way.

The OMER human-powered submarine team: From classroom to competition

Abstract: The Omer Human Powered Submarine team is an engineering student club founded in 1991 at the Ecole de technologie Superieure in Montreal, Canada. Student members of the club design and build submarines to participate in international races. For the last decade, the team has been performing extremely well, often dominating the race class they compete in. The team currently holds the speed records of three categories, namely the one-person propeller category with 7.192 knots, the two-person propeller category with 8.035 knots and the one-person non-propeller category with 4.642 knots. This article exposes some of the elements contributing to this success. Design characteristics, student background, faculty support, team management and infrastructure will be some of the topics discussed.

Projekty informačních systémů v podnicích a jejich realizace [Information system projects in companies and their implementation]

Abstract: The book deals with theoretical concepts and ways of practical implementation of information sytems in companies. A successful information system project has to be based on the information strategy of the company. Taking the business strategy into consideration the information system value for the company is discussed. Methods of effective project management and controlling including team management and conflict handling are presented from customers and suppliers point of view. The methods proposed are illustrated by several case studies.